Individual Aspects of Organizational Behavior - Paper Example

`Organizational behavior follows a wider perspective in achieving the set targets as far as the output of the company is concerned. It may develop an individual or group perspective. At an individual level, the focus is on goal setting, attitude, involvement, relations, and inputs towards the achievement of the goals.

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Goal setting is an important aspect as it determines the level of effort that an employee subjects towards the attainment of the aims and objectives of the company (Berger, & Berger, 2010). A target set by an individual in most cases is geared towards making the employees the most outstanding within the entire organization. As an employee, it is imperative to create a high profile within an institution to the level that even the managerial staff available accepts and acknowledges your input hence a source of job security even at the time when the economic situation does not allow a certain number of workers to be employed (Becker, Antuar, & Everett, 2011). Notably, the set objectives must be streamlined towards achieving the organizational short and long term goals. At an individual perspective, the highlighted expectation should be that which covers the entire circumference of the individuals' job description which acts as an input in the whole production system.

Attitude is another fundamental principle which dictates the level of input that a person is likely to subject towards the attainment of the goals and objectives (Gruman, & Saks, 2011). In reality, the general input of an individual has primarily embedded like the attitude that a person has towards the business. It is a fundamental notion that dictates much of the operations of a person. Logically, if a person has a negative attitude towards the nature of products, inputs and general operations of the business, the resultant input to the production process or quality of service delivered is likely to be low. As an administration, it is, therefore, important to work towards making the right and proper attitude at the beginning before incorporating them into the business operations fully.

The other significant aspect pertains the degree of involvement and level of input towards the achievement of the desired objective (Schuler, Farr, & Smith, 2013). All competent employees will find it easy to intervene in any activity that is likely to tarnish their inputs in the struggle to achieving excellence as they understand the fact that their contributions in business accrue to what supports their well-being in both the society and business.

Rewarding Performance

Detection of the individual performance in an organization is not enough; it is important for the managerial staff and the departmental head to conduct an analysis and assess the individual's input in the performance of an organization so as to reward them accordingly (Cameron, & Whetten, 2013). The motive here is not to increase the institution's expenditure but to encourage the individuals to subject more of their workforce towards the attainment of the goals and objectives. The ability of an employee to perform effectively in the business depends on his/her career progress, job content, supervision outcome, co-workers relation, pay, and benefits plus the working condition.

The career development of an individual is one of the components that is likely to determine the degree of performance of a person in a company (Elnaga, & Imran, 2013). Having worked in an institution where the top official consistently supports and gives additional training to the employees to improve their competence in the job market and sharpen their skill stands a better chance of reflecting a good performance. In such an organization, it will be harder for the employee to fail to achieve the required level of competence since performance appraisal are usually applied to determine whether the amount invested by the institution in improving the skills of the employees have an impact on the organization's performance.

The content and nature of work also play a bigger role in determining the performance of an institution (Giacalone, & Rosenfeld, 2013). The majority of the employees in the current economic situation tends to engage in the job for the sake of making income and not as a result of their interest. The content of the job is, therefore, a cool determinant of the performance. If interest is involved, the employee is likely to perform hence rewarded accordingly. Rewards may come in the form of promotion, the increment in salaries or any other advantages that are not applied to the entire employees.

Organizational aspects such as the relations among the employees, the nature, and frequency of supervision carried out by the workers determine the level of performance too (Perkins, White, & Jones, 2016). If the working condition is that which encourages teamwork and consultation in ensuring that the entire team feels part of the end product then, performance becomes inevitable, and the organization is likely to increase their inputs in rewarding employees as to motivate them and increase their efforts in attaining the required company objectives.

Organizational Processes: Culture and Change

In a broader dimension, the organizational process comprises both organizational change and culture. Organizational change is inevitable as long as the company is in a competitive market (Alvesson, 2012). In most cases, it is not up to the managerial staff to determine whether to make changes or not, but the market demand forces them to be flexible since, in the case of any failure, they will end up being ruled out of the market by the competing firms. At such a time, it is imperative to allow the forces of demand and supply to take over and direct the needs of an institution hence coming up with the desired changes.

The aspect of change may involve the provision of alternative service, increasing the volume of inputs that reflects in the output, change in leadership style among many other necessities (Cummings, & Worley, 2014). Alternative service may be a requirement where the quantity produced by the institution is not enough to meet the demands of the target group. Furthermore, the market may be in need of as different product serving the same purpose and which the company may provide hence the need for flexibility. The volume of output and leadership style may also be a key component that may be adjusted by the firm to increase productivity and fulfill the demands of the public.

Organizational culture is also an essential aspect that determines much regarding the operations and the general processes in the company. Aspects of corporate culture are also embedded in the core values that defines the operations of the employee right from the time of observation, competence, and performance in the job market (Chhokar, Brodbeck, & House, R.2013). If an organization is known to be leading in the production of an individual product or provision of distinct services in the market, that culture is mandated to remain so regardless of the number of new employees recruited. The reason is the fact that, culture is meant to shape and direct people towards achieving objectives of the company (Yi, Nataraajan, & Gong, 2011). All the incompetent individuals who may be recruited in the process are automatically likely to adjust and perform with a similar competence so as to meet the prime objectives.

In a different aspect, it is important to understand that the organizational culture and way of operation may also be influenced by the societal norms and way of life. Since the society is the first target group of the institution, their demands must be met by the staff hence explaining the strength and impact of culture in controlling the operations of an enterprise.

Leadership

It is one of the key administrative arsenal applied in meeting the entire organizational goals. From the definition perspective, leadership is viewed as that power to influence and motivate workers towards achieving the set organizational targets and objectives (Schein, 2010). The nature of leadership employed determines the success and failures of the organizations. In that aspect, leadership, therefore, comprises some broad perspectives such as implicit, competency, transformational and contingency. Despite the broadened view subjected to leadership, it is important to understand the fact that not all of them can be used in a single organization.

Among the identified options, the most widely used strategy is that of competency and transformational (Tohidi, & Jabbari, 2012). Under the notion of organizational skill, the idea covered is how an organization can make use of the available resources under the umbrella of leadership and meet the goals and objectives at the right time about the set goal and objectives. It considers the individual's personality subjected towards the relations within the organization which is primarily controlled by those in leadership since they may delegate duties which the level of performance is likely to vary depending on the individuals' personality and competence. A similar notion also focuses on the self-concept, drive and integrity of the applied by those in leadership positions in meeting the objectives of the organization.

Besides, the highlighted aspect of leadership, it is important to focus on the styles applied especially the contradicting transactional and transformational leadership procedures (Manzoor, 2012). The majority of the excellent and performing leaders employ the transformational leadership strategy. The idea is that the elements defining transformation in an institution are inevitable and must be incorporated in the organization. Under this leadership approach, the managerial staff controlling the entire management programs is flexible to the extent that he/she accepts any changes that might come as a result of the adjustments in the market demand and the economic situations. To achieve such leadership programs, the administration should avail enough resources adequate and ready to intervene in case there are such kinds of improvements needed.

In a similar note, the aspects of culture in leadership can as well not be neglected as culture is central to operations of any institution controlled by the organizational leaders (Martin, 2014). Self-leadership which is mainly being independent regarding coming up with goals and targets is also imperative to be put into consideration. Aspects of gender and leadership are also critical as issues of equity are encouraged globally, thanks to proponents of feminism.

Employee well-being

For an institution to perform and meet the standards required in the market, the welfare of the workers must be put into consideration. Employees' welfare is fundamental to the success of the operations of the enterprise. If the staff are not well-taken care off, there is the potential boycott of duties and frequent resigning in search of greener pasture. To meet the objective of the well-being of employees, the company must consider the conception of organizational justice. It is seen regarding distributive and procedural justice (Scott, & Davis, 2015).

Distributive justice focuses on the end results of the process of allocating resources in an organization. In this case, when the company is allocating some funds to take care of some of the expenses, needs or requirements which are the need in the working process, it must ensure that in the long run, all the staff members have received a portion that was allocated to them. Procedural justice, on the other hand, refers to the degree of fairness that exists in the process of allocating the organizational resources to the people (Katou, & Budhwar, 2010). In this context, the fundamental basis of justice is linked...